Thursday, November 6, 2025
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Strauss & Co partners with Art Auction East Africa to bolster secondary market for East African art

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Strauss & Co, Africa’s leading auction house, and Danda Jaroljmek, Director of Art Auction East Africa, are pleased to announce details of Art Auction East Africa | Strauss & Co, a new two-part auction of rare and important art from East Africa and beyond. The main event is a 65-lot live-virtual sale of modern and contemporary art, to be held at Circle Art Gallery, Victoria Square, Riara Road, Nairobi, on Wednesday, 5 November 2025. Running alongside it is a timed-online sale of works on paper, which concludes the same day.

The auction is led by rare works from across East Africa including a work by the distinguished Tanzanian painter, diplomat and academic Sam Ntiro, Working in the Fields, a 1970s oil painting depicting a lush rural landscape (estimate US$ 6,967 – 10,064). 

Collectors of celebrated Ugandan painter Geoffrey Mukasa will have an opportunity to bid on three scarce works, including the mixed-media pieces Boy Kneeling (1998/2005) and Still Life (2007/08), each estimated at US$ 9,290 – 11 610. 

“The quality of the works by Msangi, Mukasa and Ntiro, viewed together with top-notch works by Cyrus Kabiru, Justus Kyalo and Beatrice Wanjiku, underscore the breadth of artistic practices across East Africa over the past six decades,” says Danda Jaroljmek, Director, Circle Art Agency, who established Art Auction East Africa in 2013 as a platform to cultivate a secondary market for East African artists working during the era of decolonisation and independence.

Ethiopia’s Debt Restructuring Crisis: Why Our Authorities Must Do More

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Ethiopia is currently navigating a decisive phase in its economic development. Recently, the Ministry of Finance announced the unsuccessful conclusion of restricted negotiations with holders of its US$1 billion Eurobond notes due in December 2024. These discussions, aimed at restructuring this significant debt, ultimately failed to produce an agreement acceptable to all parties, leaving Ethiopia perched precariously on the edge of greater fiscal uncertainty.

While it is commendable that Ethiopian authorities engaged in these discussions with legal and financial advisors and sought to balance creditor demands with the country’s repayment capacity, the failure to reach a consensus sends alarm bells ringing for the nation’s economic future. It is now clear that more decisive, strategic, and proactive measures are required by the authorities to steer Ethiopia away from potential default and its destabilizing consequences. This editorial argues for a bold reconsideration of Ethiopia’s debt management strategy and economic policies, emphasizing the need for urgency and improved governance in resolving the debt crisis.

Ethiopia’s public debt, including the Eurobonds issued in recent years, reflects both the aspirations and vulnerabilities of a fast-growing economy seeking to fund critical development projects. The current restructuring talks centered on the 2024 Notes reveal how stretched Ethiopia’s repayment capacity has become. On the one hand, the government proposed a 16% haircut and a payment schedule linked to export performance. On the other, creditors demanded a less generous haircut and more immediate financial returns.

The failure to agree ultimately leaves Ethiopia with looming debt service obligations that it is unlikely to meet without severe fiscal adjustments. This portends a painful choice: either default on external debt—risking credit downgrades, loss of investor confidence, and isolation from global finance—or undertake drastic austerity measures that could curtail public investment and social service delivery.

Hence, the inability to resolve this issue is not a mere technicality but a reflection of deeper economic and governance challenges. Without innovative solutions beyond traditional restructuring talks, Ethiopia risks squandering hard-won development gains.

Why Authorities Must Do More

1. Enhance Transparency and Stakeholder Engagement

The opaque nature of past debt accords and limited public engagement have fueled skepticism and diminished trust among citizens and investors alike. Ethiopian authorities must lead with greater transparency about the nature, extent, and terms of the country’s debts, including contingent liabilities and domestic obligations.

Public dialogue involving civil society, parliament, and media should be institutionalized to ensure reforms enjoy local ownership and scrutiny. A robust, inclusive approach will display fiscal responsibility, enhance donor confidence, and deter predatory creditor behavior.

2. Strengthen Negotiation Leverage and Coordination

The failed talks underscore the fragmented nature of Ethiopia’s creditor landscape—from Eurobond holders to bilateral lenders, multilateral institutions, and development banks. Ethiopian authorities need to improve coordination and leverage in negotiations, possibly by creating a centralized debt management office empowered to lead all creditor engagements with clear mandates.

Moreover, learning from successful sovereign restructuring cases elsewhere, Ethiopia should seek to build stronger alliances with official creditors like the IMF, World Bank, and African Development Bank to ensure coordinated debt relief frameworks that bolster repayment capacity.

3. Accelerate Structural Reforms for Economic Resilience

Debt sustainability hinges on Ethiopia’s ability to generate sustainable foreign exchange reserves and robust economic growth. The dependence on exports, while promising, faces risks from global market volatility and internal bottlenecks such as infrastructure gaps, bureaucratic inefficiencies, and political instability.

Authorities must accelerate reforms to diversify the economy, deepen industrialization, improve the investment climate, and strengthen governance institutions. Special emphasis should be placed on export-oriented sectors and domestic revenue mobilization to reduce dependency on external borrowing.

4. Innovative Financial Instruments and Risk-sharing

The proposal for a “Value Recovery Instrument” tied to export performance was a step in exploring creative financing models. However, more needs to be done in developing innovative debt instruments that share risks more equitably between Ethiopia and its creditors.

Public-private partnerships, sovereign wealth funds linked to natural resources, and diaspora bonds could be avenues for mobilizing resources while distributing financial risks. Ethiopia should also explore contingent financing arrangements to cushion against economic shocks.

5. Ensure Political Stability and Security

Economic reforms and debt management efforts cannot succeed without a stable political and security environment. Ethiopia’s authorities must prioritize peace-building and inclusive governance to create investor confidence and social cohesion required for sustainable economic progress.

Ethiopia’s debt challenge is daunting but not insurmountable. The recent failure to secure a restructuring agreement on the 2024 Eurobonds should serve as a wake-up call—not a cause for resignation. The authorities must seize this moment to rethink, renew, and redouble their efforts.

Adequate resourcing of debt management structures, institutional reforms, enhanced transparency, and broad-based economic transformation are indispensable ingredients for fiscal sustainability. Equally, engaging with creditors from a position of strength and clarity is critical to securing fair and workable debt restructuring agreements.

Failure to act decisively risks pushing Ethiopia into a debt crisis that could derail its development trajectory, undermine public trust, and diminish its standing in the global financial community. But with vision, commitment, and inclusive partnerships, Ethiopia can turn this crisis into an opportunity for renewed economic resilience and shared prosperity.

The time for half measures is over. Ethiopia’s authorities must do more—and do it now—to safeguard the nation’s financial future and the well-being of its people.

Etihad’s key to growth in African Aviation Market

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In an exclusive interview with Capital, Etihad Airways CEO Antonoaldo Neves discusses the strategic rationale behind the airline’s ambitious global expansion and record profitability. The conversation focuses on Etihad’s groundbreaking joint venture with Ethiopian Airlines, marking the airline’s inaugural regular service to the major African hub of Addis Ababa. Neves emphasizes that this partnership is a fundamental aspect of a larger strategy to grow through alliances rather than in isolation, describing it as a “unique” collaboration between a Middle Eastern and an African carrier.

In addition to this pivotal partnership, Neves outlines Etihad’s aggressive network expansion, which aims to introduce a “world record” of 30 new destinations within two years, and highlights the key factors contributing to its AED 1.1 billion profit for the first half of 2025. He also addresses a pressing challenge facing the aviation industry: the global aircraft shortage, revealing that Etihad could deploy an additional 20-25 aircraft immediately if they were available. This interview offers a comprehensive insight into a carrier experiencing significant growth, strategically leveraging partnerships to thrive in a constrained and competitive global market.

Capital: You describe Etihad as a major regional airline, yet this is your first regular service to the significant African hub of Addis Ababa. What was the strategic reasoning behind the timing of this launch?

Antonoaldo Neves: We are excited to be in this extraordinary country. While timing is always a consideration—sometimes you arrive early, sometimes late—the most critical factor is that we have arrived and are committed for the long term. Importantly, we are not here alone; we have a fantastic partner in Ethiopian Airlines, who is providing tremendous support. The collaboration between Etihad and Ethiopian is what truly matters to us.

Capital: On the inaugural flight, Ethiopian Airlines CEO Mesfin Tasew described the partnership as “very unique.” From Etihad’s perspective, what specific factors make this joint venture stand out in the aviation industry?

Antonoaldo Neves: This partnership is genuinely unique for three key reasons. First, it represents the first joint business agreement between a Middle Eastern carrier and an African carrier—an unprecedented achievement. Second, although our networks and products differ, we are airlines of similar size, and more importantly, we share a comparable approach to conducting business. This alignment is distinctive. Third, it bridges the significance of the UAE in the Middle East with the importance of Ethiopia in Africa. As the national carriers of our respective countries, uniting two strong, profitable brands known for exceptional customer service benefits everyone.

Capital: How does this partnership with Ethiopian Airlines fit into Etihad’s broader strategic plan for growth and profitability, especially in the African market?

Antonoaldo Neves: It aligns perfectly. Our strategy is to grow alongside strong partners. We have joint ventures with carriers like China Eastern in Asia and SF Express in cargo. To make a meaningful entry into Africa, partnering is the best approach. This is central to our strategy: by leveraging Ethiopian Airlines’ network, we can effectively access over 50 destinations across the continent.

Capital: How would you describe the importance of this new route in terms of mutual investment and its potential to enhance tourism and economic exchange between the UAE and Ethiopia?

Antonoaldo Neves: This route signifies a substantial mutual investment. Initiating a daily flight to a new destination involves allocating at least $50 million in assets. Etihad is investing in Addis Ababa, while Ethiopian Airlines is investing in Abu Dhabi. When two countries collaborate on investments, it stimulates development. We anticipate a growth in tourism, cultural exchange, and trade. This connection links Abu Dhabi—a capital hub with over a trillion dollars in sovereign wealth—to Addis Ababa, a crucial political and diplomatic center for Africa. It’s a powerful partnership.

Capital: This route is one of several new destinations Etihad has announced this year. Can you detail your network expansion strategy for the remainder of this year and into next year?

Antonoaldo Neves: We have announced 30 new destinations this year, with Addis Ababa being the 10th launched. We plan to introduce eight more by year-end, totaling 18 new routes in 2025. Next year, we aim to add about 12 more. Launching 30 new destinations within two years is, to my knowledge, a world record. This expansion is truly global, featuring new routes in the US, such as Charlotte; in Europe, including Prague and Warsaw; in Southeast Asia, like Chiang Mai; and in Africa, with Nairobi and now Addis Ababa.

Capital: Etihad recently reported a record profit of AED 1.1 billion for the first half of 2025. What have been the key factors driving this strong financial performance, and what are your expectations for the full year and into 2026?

Antonoaldo Neves: The main driver is our team’s dedication, passion, and exceptional execution capabilities. Without them, this success wouldn’t be possible. We have fundamentally transformed our network, doubling our passenger count from 10 million in 2022 to 22 million this year. Alongside this growth, we have made significant investments in our product. We diligently track customer satisfaction, receiving over 500,000 feedback responses annually, and we have utilized those insights for targeted improvements. The combination of a motivated team, strategic network growth, and product investment has fueled our profitability.

Capital: Last week, the CEO of Ethiopian Airlines mentioned that aircraft shortages are a significant barrier to growth. What is the current situation at Etihad regarding fleet capacity, and how are you addressing these global supply chain challenges?

Antonoaldo Neves: Aircraft shortages are indeed a major constraint on growth across the industry. Etihad’s situation has been unique over the past three years. Unlike many of our peers, we had several temporarily grounded aircraft and low utilization rates, providing us with an internal reservoir of capacity to scale up without facing immediate shortages.

However, that advantage has now passed. The current reality is clear: I could immediately deploy an additional 20 to 25 aircraft if they were available. Demand is strong, but supply is lacking. If we were to place an order for a new wide-body aircraft today, delivery would not occur until 2031 or 2032. This presents a significant industry challenge with no quick or easy solution.

Capital: What are your expectations for the new Addis Ababa route? Do you anticipate increasing flight frequency or capacity soon based on initial demand?

Antonoaldo Neves: We definitely aim to expand. We began with a solid foundation of double-daily flights, with one operated by each airline. As my friend Mesfin, the CEO of Ethiopian, put it, “it’s our fight—we do it together.” My goal is to double that to four flights a day. While I can’t provide a specific timeline, we will add more capacity as soon as we can.

Field visit in Melkasa highlights approved BT Maize amid opposition boycott

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Despite a boycott by opposition groups, a field visit on October 11th in Melkasa showcased the cultivation of BT maize in lowland areas, garnering praise from scientific experts, including seasoned professionals in the field.

The event allowed specialists to witness firsthand the crop recently approved for commercial use, emphasizing a “seeing is believing” approach. Organized by the Science Technology Innovation platform, the visit highlighted the contributions of Ethiopian experts in genetic engineering and showcased developments across various sites.

In March, the National Variety Release Committee (NVRC) granted commercial release for intermediate altitude and lowland BT maize varieties after seven years of rigorous testing.

Professor Firew Mekbib, President of the Biotechnology Society of Ethiopia, contextualized this achievement during the visit, stating, “Previously, we lacked the capacity and sourced maize from Zimbabwe and Kenya, relying predominantly on a composite-based variety system.”

Firew noted that Ethiopia ranks second in productivity on the continent, following South Africa, and third in production volume after South Africa and Nigeria.

He emphasized that while Nigeria dedicates 6 million hectares to maize, Ethiopia has achieved a nearly 94% hybrid maize adoption rate on just 2.5 million hectares.

A senior biotechnician and chairman of the NVRC acknowledged that although BT maize was commercialized globally 27 years ago, Ethiopia opted for a meticulous evaluation process.

He confirmed that while donors supported the project, they did not influence decision-making. After seven years of assessment, three varieties were approved from an initial four tested, with more varieties currently in the deregulation pipeline.

Organizers reported that groups with differing views on GMOs were formally invited to the field visit but chose not to participate.

A farmer involved in the trials emphasized the urgent need for the technology, stating, “Pests are adapting to chemicals, which are also becoming more expensive. When infestations are high, we have to increase the dosage, which is a costly cycle.”

During the visit, sector leaders and experienced scientists acknowledged Ethiopia’s growing capacity and the encouraging emergence of young scientists in biotechnology.

They recommended further in-depth research in food science to enhance public confidence.

Drawing an analogy, they likened the GMO debate to questioning the necessity of surgery in medicine, noting that GM technology now spans 200 million hectares globally, up from less than one million in 1996.

They urged a shift away from foundational arguments.

One agricultural science expert remarked, “We, including those who oppose this, are already consuming food products derived from GM agricultural inputs.”

Others pointed out that scientific discourse in Ethiopia can often be unprofessional, stressing the importance of field visits for building an informed critical mass.

Firew observed that opposition groups have occasionally disparaged those involved in regulation, noting that society can be conservative. Both he and other veteran scientists called on opponents to engage in formal debates rather than amplify one-sided views in the media.The approved maize varieties—WE3106B for intermediate altitudes and WE7210B and WE8216B for lowland areas—were developed through the public-private TELA Maize project. These varieties are engineered to resist destructive pests such as stem borers and fall armyworms, which have long affected Ethiopian farmers.

Nationwide trials conducted over seven years show that these new varieties can provide a yield advantage of up to 60% compared to conventional maize.

Experts highlight that this transgenic maize enhances grain quality, reduces the need for chemical insecticides, lowers production costs, and minimizes environmental and health risks.

Tesfaye Disasa, PhD, a senior scientist and the TELA Maize project country coordinator at the Ethiopian Institute of Agricultural Research (EIAR), described the commercial approval as a significant milestone for Ethiopian agriculture.

The TELA maize seed will be provided to smallholder farmers royalty-free through local seed companies, potentially saving farmers at least USD 750 per hectare in pesticide costs.